EXECUTIVE COMMENTARY
Walter Tobin
by Walter E. Tobin, ERA CEO
So here we are, in the middle of summer, back from the excitement of EDS. Our business cards filed, action items done and followed up on, perhaps more than once. We reconnected with old friends on follow up emails and we’re sorting out our plans for the second half of 2022.
So, what’s next, coach?
Are you experiencing a bit of EDS withdrawal? Now that both the ERA Conference and the EDS Summit are over, it is back to the reality of our business – where expedites are still coming, product is still tight and COVID-19 is still here.
But what is different? Lots! We made it through 2020 and 2021 and now that 1H 2022 is in our rearview mirrors, we find ourselves as better salespeople and better managers. We are more organized and we’re getting really good at video conferencing. We got this!
So, is this it? Are we now in our “new normal,” “new abnormal” or whatever you want to call it? Like that old song said: “Is that all there is?”
We have been so focused on getting ready for the new times, pivoting, skating where the puck is going, learning new ways of doing things, etc. – is it now time to just do our jobs and do what we are good at? Which is, opening new accounts, visiting our customers and distributor branch offices, getting on airplanes and getting back to normal times, even if they are still a bit unsettled.
We are all back together and looking forward to summer vacations, even if airfares are up, the cost of gas is up, hotel rates are up. It’s time to just get back to our normal cadence: work, sleep, vacation and repeat as needed. Is all right with our world? Not yet, but we are getting close. We all need to try and focus on the things that are right and capitalize on them and try to deal with the remaining issues as “one-offs” as best we can. We will have some setbacks for sure – folks will still get COVID-19 or some latest version, but hopefully vaccines and treatments will prevent death. We will quarantine for the appropriate period of time, and then get back out there carefully and take good care of ourselves and others – but get back out there nonetheless.
How we handle ourselves and our “book of business” will determine the results for 2H 2022 and 2023. There will be lots of eyes on you as you set the tone for yourself and your company. Your team members will be looking to you for guidance and leadership. Your customers will also be challenging you for support in new design help and supply chain guidance. They, too, will be trying to get back to some normalcy and will be seeing who they can rely on to deliver the levels of support that they were used to prior to COVID…or perhaps even more now! By being totally transparent and supportive, you may be able to gain ground on your competition who may be taking a more cautious approach.
Your manufacturers seem to be getting many of the supply chain challenges behind them. They are now looking to you to gain new sockets and manage the open backlog; to execute and deliver regardless of any issues.
Let’s all focus on looking out the wind-shield of our industry versus the rear-view mirror. What is past is past – we have learned a lot in the past two years.
Let’s not focus any more energy on trying to get good at virtual selling, Zoom calls or hiring, onboarding and managing remote/work-from-home employees. Those who have not gotten all of this down pat by now probably never will. If these folks are your competition, make hay while the sun shines.
Let’s not focus on our past woes and issues. What other industry would you rather be in? There is no other industry that offers more excitement and opportunity along with its many challenges. This is why you are here – manage the challenges!
The demand for electronic components is exploding! Dust off your business costumes, fill up your car with $6-per-gallon gas, drive to your customer, fly to meetings and get at it! It is time to look ahead – fearlessly, but with good judgement!
This is what your coach is telling you: Tighten your belts and continue to march.
> Communication is key
FROM THE TOP
John O’Brien, CPMR
Coakley, Boyd and Abbett
ERA President
jobrien@cbane.com
by John O’Brien, CPMR
As I was sitting in a colleague’s office, I read a small plaque on his windowsill for the thousandth time. It reads, “Poor performance doesn’t lose lines, lack of communication does.” I left his office and went on about my day, but something in the back of my mind kept bringing this thought forward. Later that day I got in the car to take an hour-long ride to visit a customer. I find that alone time in the car is when I get some of my best thinking done and then it hit me. In today’s world, how do we really define communication?
We are bombarded with communication from so many sources every hour of every day, including emails that we send and receive. It’s strange, but I’ve had to actually start using my out-of-office message more regularly. When we were all work-ing remotely at our desks all day, we were able to get answers to people quickly. Now, with customers opening up to see visitors more, those responses are delayed and people are not used to that delay. So, to help set the expectations for my responses, I will say in my outgoing message: “I am on the road visiting customers today, so my responses will be delayed.” While I may not be communicating an answer, at least I am communicating the expectation of when I can provide one. Then there are all of the other communications, text messages, LinkedIn posts, social media, as well as this article. The key to good communication is to be both efficient and effective.
Just as no two people like the same top-pings on their pizza, no two people have the same communications method. I find it fascinating to learn how each individual prefers to communicate. Sure, many of us follow the same routine: send an email, send a follow-up email, then send a third request. And let’s face it – we’ve all fallen into the email trap of “Well, I sent an email, but I haven’t heard back.” But the true art of communicating is going beyond what you’re comfortable with and seeking results with different methods. Maybe you can follow up the email with a phone call. Maybe you send a text to see if someone is available, prior to a phone call. Maybe you send an InMessage through LinkedIn to schedule a time to make the phone call. Or, maybe you word your email as a call to action by explaining why it’s important to them to get back to you. When I am work-ing with new colleagues, I like to challenge them to get out of their communication comfort zone and try something different. You’d be amazed at the response you get when you try different things.
We are all facing the same challenges in our industry today. Long lead times, supply chain constraints, rising raw material costs and product allocation are just a few. How many of us sit on calls with our partners (reps, manufacturers and distributors) and our customers, talk-ing about these issues and hearing how they are negatively affecting the customers? As salespeople, it is in our nature to want to help, if for no other reason than it’s our job to sell them products and we all want to be good at our jobs. Another colleague of mine is fond of saying, “In these tough times, we need to over-communicate. We need to keep reminding customers of the lead time issues. We need to communicate when parts get recommitted or when shipments don’t happen as scheduled. The more we can communicate with our customers, the better chance of them continuing to be our customers.” Her statement couldn’t be more true. Communicating bad news is the hardest thing to do, but if we deliver it quickly and effectively, customers appreciate it. They may not like the news, but at least they can make the necessary plans based on it.
To be a good communicator, you need to be a good listener. Ask people around me – one of my favorite sayings is, “God gave you two ears and one mouth for a reason, you should listen twice as much as you speak.” For us salespeople, that’s very difficult. We’re trained weekly on webinars where we learn all about our manufacturer’s latest parts. Then we want to go out and expound that knowledge on our customer base. We load up with data sheets, PowerPoints and samples to head out to find that next big opportunity. In our minds, we know why we think this particular part would be perfect for our customers. I propose that before you start presenting the latest and greatest, ask some questions. Ask the customer if they are having a problem. Ask the customer if they’ve found a solution. Ask them if they would be willing to consider an alternate solution. Anything you have to do to get them talking – then listen. Listen to their responses so you can tailor your discussion to their individual needs.
Finally, we need to make sure we are communicating well with all of our partners. Manufacturers’ reps, our principals and our distribution partners are all stakeholders in the success of our customers. The lines of communication need to be open and clear amongst all of us so that we’re all working towards the combined goal of closing opportunities and growing revenue.
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